Knowledge Hiding Behaviors and Team Creativity: The Contingent Role of Perceived Mastery Motivational Climate

Bari, Muhammad Waseem; Abrar, Muhammad; Shaheen, Sadia; Bashir, Mohsin; Meng, Fang

doi:10.1177/2158244019876297

Cited by 79 publications

(92 citation statements)

References 73 publications

(162 reference statements)

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“…Although organizations put in a lot of effort to foster knowledge-sharing activities among individuals (Wang and Noe, 2010), the success of such effort relies on the employee's willingness and intention to share 3 Accepted Version -Journal of Organizational Change Management DOI 10.1108/JOCM-06-2019-0174 2016; Pan et al 2016). Some scholars have emphasised that KH is different from knowledge hoarding (Connelly et al 2012;Bari et al 2019) and that KH is merely the failure to share knowledge (Connelly et al 2012). This may arise because people are not aware of others' need for the knowledge (Gagne et al 2019).…”

Section: Introductionmentioning

confidence: 99%

Why should I share knowledge with others? A review-based framework on events leading to knowledge hiding

Anand

Centobelli

Cerchione

2020

JOCM

117

128

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PurposeThe significance of managing and sharing employee knowledge for successful organizational change, innovation, and for sustainable advantage has indeed been suggested by research since the last few decades. Despite numerous attempts to foster the sharing of knowledge in organizations, employees may not always be willing to share knowledge attributed due to personal beliefs or situational constraints leading to hiding of knowledge. This article provides a theoretical basis by identifying and illustrating the present and the possible myriad of knowledge hiding (KH) events by employees within organizations.Design/methodology/approachDrawing literature from numerous sources, this paper adopts synthesis and provides a review of the literature and proposes framework.FindingsThis paper identifies six broad drivers which may lead to KH, including: driven by situation explain the reason for unintentional hiding as a result of performance and competition leads to individual to have a motive to hide knowledge, driven by psychological ownership leads to controlled hiding, driven by hostility and abuse by employees or managers leads to victimized hiding and lastly driven by identity and norms leads to favoured hiding. Furthermore, this study uncovers three potential future events, which need managerial attention: negative reciprocity, influenced disengagement and perceived disengagement.Originality/valueThis paper also offers new insights to managers to understand the present events and foresee the possible reasons about the KH behaviour and how they can strategize to reduce these events and undergo organizational change.

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Section: Introductionmentioning

confidence: 99%

Why should I share knowledge with others? A review-based framework on events leading to knowledge hiding

Anand

Centobelli

Cerchione

2020

JOCM

117

128

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“…For example, rationalized hiding could enhance interpersonal relationships between the person who was requested and the one who made the request. Further investigation of the influence of different attributes of knowledge hiding on team creativity showed that evasive hiding and playing dumb significantly and negatively influenced team creativity, while rationalized hiding did not significantly impact on team creativity (Bari et al, 2019).…”

Section: Literature Reviewmentioning

confidence: 91%

Drivers of knowledge hiding in the university context

Yang

Ribière

2020

OJAKM

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Knowledge hiding, as an emerging novelty, has started to draw research attention since the last decade or so. Previous literature defined knowledge hiding as one’s deliberate attempt to withhold or conceal requested knowledge from another person and contended that three hiding strategies involved are playing dumb, evasive hiding, and rationalized hiding. Previous researchers found that knowledge hiding could be triggered by distrust, characteristics of the requested knowledge, and an intention to adapt to the social context. The purpose of this study was to investigate the reasons and motivations driving individuals to hide their knowledge in an academic context. A sequential mixed-method research design was adopted to help obtain a better understanding of knowledge hiding phenomena. A qualitative study was firstly conducted, which identified three primary independent constructs that may bring about knowledge hiding – interpersonal relationships, personal traits, sustaining personal knowledge advantage. Then the three constructs were further tested with a quantitative study. Results suggested that “personal traits” and “sustaining personal knowledge advantage” constructs significantly influenced knowledge hiding behavior, but the construct of “interpersonal relationships” had no significant influence on our sample’s knowledge hiding behavior.

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“…The informed consent of the participants was implied through investigation achievement. The authors also did a comparison between late and early responses (Bari, Abrar, Shaheen, et al, 2019;Dillman, 2011). After comparison, it was confirmed that there was not a significant difference between the early and late respondents.…”

Section: Sample and Data Collection Proceduresmentioning

confidence: 99%

The Impact of Age-Diverse Workforce on Organization Performance: Mediating Role of Job Crafting

et al. 2021

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The present study explores the impact of the age-diverse workforce (young and old employees) on organization’s performance (financial and non-financial) and how job crafting mediates the relationship between age-diverse workforce and organization’s performance. By following the administrative survey approach, a total of 450 questionnaires were distributed to the employees of the Pakistan Post Office; however, 288 properly filled questionnaires (64%) were received back. The partial least squares–structural equation modeling (PLS-SEM) approach was used for data analyses. The outcomes of this study explain that there is a significant relationship between both age groups of employees (young and old) and an organization’s financial and non-financial performance. In addition, job craft partially mediates the relationship between young-age employees and organization’s financial and non-financial performance. However, job crafting fails to mediate the association between old-age employees and organization’s financial and non-financial performance. Implications, limitations, and future direction are discussed in the last sections of this study.

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Knowledge Hiding Behaviors and Team Creativity: The Contingent Role of Perceived Mastery Motivational Climate

Cited by 79 publications

References 73 publications

Why should I share knowledge with others? A review-based framework on events leading to knowledge hiding

Why should I share knowledge with others? A review-based framework on events leading to knowledge hiding

Drivers of knowledge hiding in the university context

The Impact of Age-Diverse Workforce on Organization Performance: Mediating Role of Job Crafting

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